Members Spotlight

My career began at Eskenazi Health in Indianapolis, where I spent nearly 13 years growing from a Charge Capture Analyst all the way to Practice Director — building operational infrastructure, redesigning clinic access, and eventually leading a multispecialty physician group of 100+ providers. That foundation taught me that healthcare operations is ultimately about people — patients, providers, and the communities they serve.
After nearly 13 years I made a deliberate decision to broaden my perspective by experiencing how other organizations approach the business of healthcare. That led me to Indiana University Health Medical Group, where I led a specialty service line across seven hospitals during the height of COVID-19 — including getting the chance to help grow telehealth almost overnight when the world needed it most. From there I joined Optum, where I was given the opportunity to lead a large multi-state specialty care enterprise — one of the most complex operational challenges of my career.
More recently I have operated as a senior embedded consultant, leading operational turnarounds and digital health implementations — including Remote Patient Monitoring, ambient AI, and care management programs — for organizations navigating rapid change. I relocated to Las Vegas in 2022 and have found this community to be one of the most dynamic and opportunity-rich healthcare markets in the country. I am excited about what is being built here and committed to being part of it.

I joined ACHE because of my athletic background — and that might sound like an unusual answer, but let me explain. As a world-class track and field athlete, I learned early that showing up to practice was never enough. Elite performance required pre-practice preparation — stretching for 30 to 60 minutes before we even started practice. It required being fully present during practice itself and completing the coach’s workout. And it required post-practice recovery — ice baths, sports massage, deliberate rest, and plenty of stretching. The athletes who only showed up for practice and nothing else never reached their ceiling.
When I entered healthcare leadership I carried that same mindset with me. Showing up to work and doing your job well is the equivalent of practice — it is necessary but not sufficient. ACHE is my pre- and post-practice work. It is where I sharpen my thinking, expose myself to new ideas, build relationships with peers who challenge me, and pursue credentials like the FACHE that hold me to a higher standard. I have been a member for over 15 years, have served as Board Chair and Chapter President of ACHE Indiana, and am now honored to serve as Board Member and Membership Committee Chair here in Nevada. Joining ACHE was one of the best professional decisions I have ever made — and it was driven by the same competitive instinct that made me a better athlete.

I would tell them that ACHE is one of the few professional organizations that genuinely invests in you as a whole leader — not just as a functional expert. The network alone is invaluable. Some of my most meaningful professional relationships and opportunities have come directly through ACHE connections. Beyond networking, the FACHE credential signals to the broader healthcare community that you have been tested and vetted at an executive level — it opens doors that might otherwise remain closed. And the local and national educational programming keeps you sharp in an environment that never stops changing. I would also strongly encourage every member to attend the ACHE Congress on Healthcare Leadership at least once in their career — and ideally every year or every other year. There is simply no substitute for being in a room with thousands of your peers, exchanging ideas, hearing from the brightest minds in the field, and being reminded of why this work matters. If you are serious about a long-term career in healthcare leadership, ACHE membership is not optional — it is foundational.

I would tell them three things. First — lean into the ambiguity. Healthcare has always been complex, and it always will be. The leaders who thrive are not the ones who wait for clarity before acting. They are the ones who build the clarity themselves. Second — invest in relationships before you need them. Your network is not a safety net you deploy in a crisis. It is a community you build over years of genuine engagement, mutual support, and showing up — especially when there is nothing immediately in it for you. Third — invest in tangible certifications that expand your tool belt. The healthcare leaders who will stand out in the next decade are those who combine operational instincts with technical credibility. I would encourage every early-careerist to pursue at least one meaningful certification — whether that is Lean Six Sigma, project management, change management, or increasingly, something in the artificial intelligence space. AI is already reshaping how we deliver care, manage populations, and run operations. Leaders who understand it — not just conceptually but practically — will have a significant advantage. A certification does not make you an expert overnight, but it signals intellectual curiosity, commitment to growth, and the discipline to finish what you start. Those are qualities that hiring managers notice and remember.

My career began at Eskenazi Health in Indianapolis, where I spent nearly 13 years growing from a Charge Capture Analyst all the way to Practice Director — building operational infrastructure, redesigning clinic access, and eventually leading a multispecialty physician group of 100+ providers. That foundation taught me that healthcare operations is ultimately about people — patients, providers, and the communities they serve.
After nearly 13 years I made a deliberate decision to broaden my perspective by experiencing how other organizations approach the business of healthcare. That led me to Indiana University Health Medical Group, where I led a specialty service line across seven hospitals during the height of COVID-19 — including getting the chance to help grow telehealth almost overnight when the world needed it most. From there I joined Optum, where I was given the opportunity to lead a large multi-state specialty care enterprise — one of the most complex operational challenges of my career.
More recently I have operated as a senior embedded consultant, leading operational turnarounds and digital health implementations — including Remote Patient Monitoring, ambient AI, and care management programs — for organizations navigating rapid change. I relocated to Las Vegas in 2022 and have found this community to be one of the most dynamic and opportunity-rich healthcare markets in the country. I am excited about what is being built here and committed to being part of it.

I joined ACHE because of my athletic background — and that might sound like an unusual answer, but let me explain. As a world-class track and field athlete, I learned early that showing up to practice was never enough. Elite performance required pre-practice preparation — stretching for 30 to 60 minutes before we even started practice. It required being fully present during practice itself and completing the coach’s workout. And it required post-practice recovery — ice baths, sports massage, deliberate rest, and plenty of stretching. The athletes who only showed up for practice and nothing else never reached their ceiling.
When I entered healthcare leadership I carried that same mindset with me. Showing up to work and doing your job well is the equivalent of practice — it is necessary but not sufficient. ACHE is my pre- and post-practice work. It is where I sharpen my thinking, expose myself to new ideas, build relationships with peers who challenge me, and pursue credentials like the FACHE that hold me to a higher standard. I have been a member for over 15 years, have served as Board Chair and Chapter President of ACHE Indiana, and am now honored to serve as Board Member and Membership Committee Chair here in Nevada. Joining ACHE was one of the best professional decisions I have ever made — and it was driven by the same competitive instinct that made me a better athlete.

I would tell them that ACHE is one of the few professional organizations that genuinely invests in you as a whole leader — not just as a functional expert. The network alone is invaluable. Some of my most meaningful professional relationships and opportunities have come directly through ACHE connections. Beyond networking, the FACHE credential signals to the broader healthcare community that you have been tested and vetted at an executive level — it opens doors that might otherwise remain closed. And the local and national educational programming keeps you sharp in an environment that never stops changing. I would also strongly encourage every member to attend the ACHE Congress on Healthcare Leadership at least once in their career — and ideally every year or every other year. There is simply no substitute for being in a room with thousands of your peers, exchanging ideas, hearing from the brightest minds in the field, and being reminded of why this work matters. If you are serious about a long-term career in healthcare leadership, ACHE membership is not optional — it is foundational.

I would tell them three things. First — lean into the ambiguity. Healthcare has always been complex, and it always will be. The leaders who thrive are not the ones who wait for clarity before acting. They are the ones who build the clarity themselves. Second — invest in relationships before you need them. Your network is not a safety net you deploy in a crisis. It is a community you build over years of genuine engagement, mutual support, and showing up — especially when there is nothing immediately in it for you. Third — invest in tangible certifications that expand your tool belt. The healthcare leaders who will stand out in the next decade are those who combine operational instincts with technical credibility. I would encourage every early-careerist to pursue at least one meaningful certification — whether that is Lean Six Sigma, project management, change management, or increasingly, something in the artificial intelligence space. AI is already reshaping how we deliver care, manage populations, and run operations. Leaders who understand it — not just conceptually but practically — will have a significant advantage. A certification does not make you an expert overnight, but it signals intellectual curiosity, commitment to growth, and the discipline to finish what you start. Those are qualities that hiring managers notice and remember.

I have been a member of the American College of Healthcare Executives (ACHE) since 2012, beginning my affiliation as a graduate student. My initial membership was motivated by a desire to engage in professional networking, gain insights into administrative fellowships, remain informed about the latest advancements in healthcare management, and actively participate in my local chapter.

Upon joining ACHE, you are automatically affiliated with your local chapter, providing a valuable opportunity to connect with other members through chapter events. These events often offer the chance to earn continuing education credits. Furthermore, I have benefited from the guidance of other members who have supported my professional development and advancement to fellow status. Most notably, I highly value attending the annual ACHE Congress, where I can enhance my knowledge through various sessions and network with my colleagues.

Remain open-minded and adaptable, embrace stretch assignments, and volunteer for new opportunities without hesitation. By actively seeking out these challenges, I acquired valuable experience and pushed myself to grow as a leader. Additionally, it is important to participate in leadership development programs offered by your health system or company. Engaging in these activities has significantly enhanced my competitiveness when pursuing progressive leadership roles.

I first joined ACHE in 2004 when I was an undergraduate at BYU. The value that ACHE has been to me has changed throughout my career journey. I first attended Congress as an undergraduate, in part so that I could meet faculty and students from many of the graduate programs I was considering. I was also blessed to receive an ACHE scholarship that helped cover some of my graduate school expenses. As a healthcare executive ACHE provides opportunities for networking and continued education to stay current on healthcare best practices.

I am passionate about continuing education and ACHE provides a great opportunity to continue to sharpen your skills through the ACHE publications and educational events. There are also numerous opportunities to be involved in the local ACHE chapter by serving in committees or on the Board.  

Every day as a healthcare executive looks different because the challenges we face are always evolving. We need strong leaders more than ever and healthcare leadership is a great field for individuals passionate about finding purpose in their careers and helping improve the lives of their patients and communities.